The bridge between regulated capital markets and modern financial infrastructure. Not advising from the outside — in the work, where decisions carry weight and execution matters.
Not theory. This is where I've actually operated:
Built ToroFX from zero to exit. Built CRU Kafe over six years across global distribution, multiple funding rounds, and ultimately restructured when there was no clean exit.
At RFA Capital, worked on a public company transaction and restructuring of a Schedule 1 bank under OSFI.
Chief of Staff at Noble — working directly with founders across strategy, tokenomics, validator ecosystem, and global partnerships. The company ultimately pivoted away from its planned L1 and token launch, and I was in the middle of that shift — aligning stakeholders and continuing to execute as direction changed in real time.
Board Member and Fractional COO at Balance, a regulated digital asset custodian operating at institutional scale.
Raised capital across venture, family offices, and public markets. Created Tough Rides: China and Tough Rides: India — two international TV productions and a Guinness World Record.
Spent nine years in London and completed an MBA. Active in crypto since 2013.
I don't sit in analysis loops. If the data is 70% there and the window is closing, I help the founder make the call. Most stalled companies don't have an information problem — they have a decision problem. I fix that.
If the plan isn't working, I say it. If the hire was wrong, I name it. If two founders are avoiding a conversation that's rotting the company from inside, I put them in a room and make it happen. Comfort isn't the job.
Stuck teams don't need a better strategy deck. They need someone to set ownership, clear the blockers, and make sure things ship. I run the cadence alongside the founder until execution holds on its own. Then I step back.
I've been the founder who couldn't make payroll. I've sat across from regulators with real consequences. I've restructured businesses I built. That's different from advising on one. Founders feel the difference immediately.
Twenty years of relationships across capital markets, digital assets, regulated banking, custody, legal, and fintech. When something is outside my lane, you get the right introduction directly — not a vague "you should talk to someone." That's half the reason people call me.
Decisions get made faster — less circling, more forward motion.
Teams align — fewer gaps, clearer ownership, better execution.
The real problems surface — not the ones people hide behind.
Momentum returns — things start moving again.
Time and capital get used more efficiently.
Most good engagements start when a founder realizes the problem is no longer going away on its own.
You raised money and execution is falling apart.
Team's busy. Nothing's shipping.
Hit a wall you didn't see coming — regulatory, banking, compliance.
Staring at a pivot, a raise, or something you haven't done before.
You and your co-founder aren't on the same page and neither of you wants to say it.
You need to let people go and don't know how to do it without breaking things.
Board wants a digital asset infrastructure strategy and nobody internally knows where to start.
You're a fintech that has outgrown its operations and needs a wartime COO to clean up execution.
You're bridging legacy banking rails with onchain products and need someone who speaks both languages.
You need a custody provider, a lawyer, a banker, or a hire and don't know who to call.
A conversation between founders or a board keeps getting avoided.
We're hearing about stablecoins, tokenization, and onchain asset management but don't know what actually matters or how to implement it.
My team is remote, fragmented across tools, and not aligned on execution.
I'm working 100 hours a week and something isn't clicking with my co-founder or team.
We need to make a major decision quickly and don't have the internal clarity to do it confidently.
The shape depends on what you need. Here's what that usually looks like.
| Format | What it looks like | Timeline |
|---|---|---|
| Embedded operator | Inside the team 3–4 days a week. Running operations, leading execution, sitting in every key meeting. | 3–6 months |
| Scoped sprint | One decision, one problem, one deliverable. Fundraise structure, pivot plan, reorg, regulatory strategy. | 4–6 weeks |
| Board / advisor seat | Formal governance role with skin in the game. Capital markets, digital assets, or operational oversight. | Ongoing |
| Project basis | Capital raises, M&A, restructuring, or digital asset strategy with a defined scope and outcome. | Varies |
| Monthly calls | Someone to ring before the big decisions. Sounding board, pattern recognition, network access. | Ongoing |
Everything starts with a 45-minute conversation. No charge. No pitch.
I didn't start in advisory. I started by losing sleep over my own companies. Now I run Inflection Point Advisory full-time — the bridge between regulated capital markets and modern financial infrastructure.
ToroFX was first. Built it, sold it. Then came CRU Kafe — six years of my life. Coffee brand, started in London, grew it into global distribution. DTC, retail, wholesale. Product on shelves in the UK and abroad. I raised capital multiple times, pitched rooms I had no business being in, and went periods without paying myself. When the exit I wanted didn't materialise, I restructured the business instead. That one left marks. It also taught me more than anything else on this page.
At RFA I was part of the team that raised $250M to take a Schedule I bank private, then spent six years restructuring the institution hand-in-hand with OSFI — managing a $1B+ balance sheet and growing group AUM into the multi-billions. At Noble I was Chief of Staff — working directly with the founders across strategy, tokenomics, validator ecosystem, and global coordination. Noble's Cosmos L1 was already operational; the next chapter was a planned EVM L1 launch paired with a token sale, which was ultimately shelved. I was in the middle of that shift — aligning stakeholders, reworking direction, and continuing to operate while the strategy was evolving in real time. At Balance — Canada's premier regulated digital-asset custodian — I served as Board Member and then Fractional COO during a critical growth phase. Worked alongside leadership on operations scaling, regulatory strategy, institutional partnerships, and on-chain product development as AUM grew into the billions.
I also made two TV shows. Tough Rides: China — 18,000 km in 60 days. Tough Rides: India — 14,000 km in 54 days. We hold a Guinness World Record. I started a tech podcast called Silicon Real in 2012. I've held Bitcoin since 2013. Worked across Canada, the US, Europe, and global crypto ecosystems.
I run ultra marathons. Not as a metaphor — I actually do. I also spend as much time as I can in the mountains. That's where I think clearest.
Most people call me when something isn't working. That's usually when I'm most useful.
45 minutes. No charge. No pitch. If there's a fit, we'll find it. If there isn't, I'll point you to someone better.
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